TLS = Open TOC + Good Lean + Good Six Sigma. Presentation by Philip Marris at the TOCICO annual congress in Frankfurt in June 2013. It is argued that TLS enables companies to improve faster and reach even higher levels of performance than using one of the elements alone. Each component is redefined: Good Lean = Toyota = Growth (no downsizing) + Mindset + NPD Bad Lean = A process of continuous downsizing. Open TOC = TOC is powerful, it is necessary but not sufficient. Closed TOC = TOC is the best, TOC is the only way. Good Six Sigma = Data + VOC + Focused DOE projects. Bad Six Sigma = A lot of belts, a lot of projects, few results.

Lean Construction Institute (LCI) is a non-profit organization, founded in 1997. The Institute operates as a catalyst to transform the industry through Lean project delivery using an operating system centered on a common language, fundamental principles, and basic practices. LCI Vision: Transform the Design and Construction Industry supply chain to provide value and enable other industries through Lean and integrated approaches.

Conventional wisdom has it that Lean is all about waste and cost reduction while Agility is focussed upon responding to volatile demand patterns - but this is completely wrong.

Lean is actually all about minimising supply chain variability and maximising the efficiency with which the Supply Chain and Operations respond to demand no matter how volatile it might be. [...]But the greatest source of variability, in most supply chains, isn’t supply side and it isn’t market demand either. It is self-inflicted and is generated through use of forecasts blown through MRP to drive replenishment execution.

The concept of multiplying money by time has occupied a lot of thought from Eli Goldratt for quite long time. The entities of money and time represent two different dimensions and thus the product of the two represents their combined impact. In the financial area value-days are known for very long time, but with one…

Underline the current TOC methodologies for Operations there is a basic assumption that the available capacity exists in one location. In other words, the resources don't move! This assumption is, of course, invalid for transportation organizations. The meaning of ‘available capacity’ has to include two additional pieces of information: Is there available capacity close enough to the…

"You know something? I think it would have been better on everyone if we had not tried to improve anything. It is tough to experience the way things could be and then have the rug pulled out from under you. It just reinforces the misery,” said Julie. -- from “How Many Times Has Your Company Started (and Stopped) Implementing Lean?” What is the real reason your company is driving an improvement initiative (lean, Six Sigma, etc.)? Is the improvement effort part of a long-term (multiple-year) strategy that is focused on growing the business by dazzling your customers and exceeding their expectations? Or, is the focus to cut costs? Or, did the effort start as a long-term focus on improving the customer experience and, at some point, switched to short-term cost cutting? This can easily happen if the company executives don’t grasp the real power of doing lean and Six Sigma the right way and they grow impatient to see results.

Written by Dr. Alan Barnard and Eli Schragenheim We both encountered the name of Prof. Herbert Simon, long before we met Dr. Eli Goldratt. Prof. Herbert Simon (1916-2001), a recipient of the Nobel Prize for Economics in 1978, was an American political scientist, economist, sociologist, psychologist, and computer scientist. Prof. Simon was among the founding…

Using existing management best practices notably Six Sigma and the Theory of Constraints, any organization can systemically apply new ‘DevOps’ software practices to accelerate ‘Business Value Throughput’. These practices focus on ‘whole systems design’ – Identifying and unblocking bottlenecks in process flow, that we describe applied to the software development process as part of a shift to DevOps tool sets.

In the last post, I talked about some of the analysis used in lean. Now, let’s see how we can apply the same principles to the software world. I will start by trying to create a value-stream map. But where to start?
Via Jürgen Kanz

TOC was born in the manufacturing shop-floor. It has expanded into distribution and projects. It has notable success in healthcare, which is a pretty different environment and some of the basic concepts had to go through “translation” to fit the environment. The Thinking Processes (TP) were created with the intent to be applicable to any…

KPMG is going to implement Demand-driven Supply Chain Solutions. This technology originally based on Dr. Eli Goldratt his TOC-Theory of Constraints application solutions and further developed by DDMRP-Institute, AGI, and others, is now the "direct link to profitability". It took some time to achieve this attraction level in business, although "Isn't it obvious?"

Recommended. Background: one of the most successful TOC journeys recognized as such by Eli Goldratt in 2009. The topic of this March 2016 TOCPA conference is how they plan to continue their ever flourishing development.

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